Case Studies and Resources

2.3. Management, Leadership and New Skills resources

Crosby, B. and Bryson, J. 2005. Leadership for the Common Good: Tackling Public Problems in a Shared-Power World San Francisco, CA: Jossey Bass.
Silva, C. and McGuire, M. 2010. Leading Public Sector Networks: An Empirical Examination of Integrative Leadership Behaviour The Leadership Quarterly 21 (2): 264-277
Page, S. 2009. Managing for Results Across Agencies: Building Collaborative Capacity in Human Servcies, In Big Ideas in Collaborative management Bingham & O'Leary (eds) 138-161 Armonk, NY: M.E. Sharpe
Keast, R. and Mandell, M. 2014. A Composite Theory of Leadership and Management : Process Catalyst and Strategic Leveraging – theory of deliberate action in Collaborative Networks (33-50) in R. Keast, M. Mandell & R. Agranoff (eds) Network Theory in the Public Sector: Building New Theoretical Frameworks Routledge, New York:
Mandell, MP & Keast, RL 2008, evaluating the effectiveness of interorganizational relations through networks: developing a framework for revised performance measures', Public Management Review 10 (6): 715-731.
Vangen, S. and Huxham, C. 2003. Enacting Leadership for Collaborative Advantage: Dilemmas of Ideology and Pragmatism in the Activities of Partnership British Journal of Management, 14: 61–S76 (2003)
Keast, RL & Mandell, M 2014, The collaborative push: moving beyond rhetoric and gaining evidence', Journal of Management & Governance, 18 (1) 9-28
Agranoff, R. 2003. Collaborative Public Management: New Strategies for Local Government Washington DC. Georgetown University Press.